Social enterprises as hybrid organizations: a review and research agenda

Doherty, Bob and Haugh, Helen and Lyon, Fergus (2014) Social enterprises as hybrid organizations: a review and research agenda. International Journal of Management Reviews, 16 (4). pp. 417-436. ISSN 1460-8545

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Abstract

The impacts of the global economic crisis of 2008, the intractable problems of persistent poverty and environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature, the authors identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs.They assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade-offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management the authors suggest future research directions for theory development for SE and hybrid organizations more generally.

Item Type: Article
Additional Information: Published version: © 2014 The Authors. International Journal of Management Reviews published by the British Academy of Management and John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution‐NonCommercial‐NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made.
Research Areas: A. > Business School
Item ID: 12955
Notes on copyright: Final accepted version: This is the peer reviewed version of the following article: Doherty, B. , Haugh, H. and Lyon, F. (2014), Social Enterprises as Hybrid Organizations. International Journal of Management Reviews, 16: 417-436. doi:10.1111/ijmr.12028, which has been published in final form at https://doi.org/10.1111/ijmr.12028. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions."
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Depositing User: Pamela Macaulay
Date Deposited: 22 Jan 2014 11:46
Last Modified: 17 Dec 2018 09:08
URI: http://eprints.mdx.ac.uk/id/eprint/12955

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